De Las Vegas a Marina D'or. O como llegar desde el New Jornalism norteamericano de Hunter S. Thompson hasta la nueva narrativa española de Robert Juan-Cantavella

La corriente norteamericana llamada 'Nuevo periodismo', nacida en los años sesenta, supuso para la Periodística tradicional de Estados Unidos toda una revolución por la combinación de elementos literarios con otros propios de la investigación periodística. Hunter S. Thompson, autor de Miedo y asco en las Vegas (1971), con su periodismo gonzo, le iba a dar una vuelta más a la propuesta del New Journalism, llevando al extremo el proceso de inmersión, hasta implicarse personalmente en sus reportajes y acogiendo sobre todo influencias narrativas del movimiento Beat de los cincuenta. Casi 35 años después, en El Dorado, Juan-Cantavella hace un paralelismo entre Las Vegas y la ciudad de vacaciones en la costa mediterránea española, Marina D'Or y desarrolla en este ámbito una novela, protagonizada por su alter ego el periodista punk, Escargot. Novela, periodismo, gonzo, ficción, cuento, punk, ensayo, reportaje, 'aportaje', fragmentación discursiva, diálogos, monólogos interiores, descripciones, comunicados, telegramas, emails, notas de prensa, noticias radiofónicas, canciones, eslóganes, todo cabe para recrear géneros, para releer tradiciones periodísticas y literarias, y llegar a construir algo nuevo. Este trabajo analiza este proceso que va desde el periodismo gonzo, de Miedo y asco en Las Vegas a la narrativa española actual de El Dorado. Se ocupa de discernir los recursos literarios de que se sirve el periodista gonzo para construir sus reportajes y las herramientas periodísticas que nutren la 'narrativa punk' de Juan-Cantavella. Un ejemplo singular de simbiosis periodístico-literaria

De Las Vegas a Marina D'or. O como llegar desde el New Jornalism norteamericano de Hunter S. Thompson hasta la nueva narrativa española de Robert Juan-Cantavella

La corriente norteamericana llamada 'Nuevo periodismo', nacida en los años sesenta, supuso para la Periodística tradicional de Estados Unidos toda una revolución por la combinación de elementos literarios con otros propios de la investigación periodística. Hunter S. Thompson, autor de Miedo y asco en las Vegas (1971), con su periodismo gonzo, le iba a dar una vuelta más a la propuesta del New Journalism, llevando al extremo el proceso de inmersión, hasta implicarse personalmente en sus reportajes y acogiendo sobre todo influencias narrativas del movimiento Beat de los cincuenta. Casi 35 años después, en El Dorado, Juan-Cantavella hace un paralelismo entre Las Vegas y la ciudad de vacaciones en la costa mediterránea española, Marina D'Or y desarrolla en este ámbito una novela, protagonizada por su alter ego el periodista punk, Escargot. Novela, periodismo, gonzo, ficción, cuento, punk, ensayo, reportaje, 'aportaje', fragmentación discursiva, diálogos, monólogos interiores, descripciones, comunicados, telegramas, emails, notas de prensa, noticias radiofónicas, canciones, eslóganes, todo cabe para recrear géneros, para releer tradiciones periodísticas y literarias, y llegar a construir algo nuevo. Este trabajo analiza este proceso que va desde el periodismo gonzo, de Miedo y asco en Las Vegas a la narrativa española actual de El Dorado. Se ocupa de discernir los recursos literarios de que se sirve el periodista gonzo para construir sus reportajes y las herramientas periodísticas que nutren la 'narrativa punk' de Juan-Cantavella. Un ejemplo singular de simbiosis periodístico-literaria

De Las Vegas a Marina D'or. O como llegar desde el New Jornalism norteamericano de Hunter S. Thompson hasta la nueva narrativa española de Robert Juan-Cantavella

La corriente norteamericana llamada 'Nuevo periodismo', nacida en los años sesenta, supuso para la Periodística tradicional de Estados Unidos toda una revolución por la combinación de elementos literarios con otros propios de la investigación periodística. Hunter S. Thompson, autor de Miedo y asco en las Vegas (1971), con su periodismo gonzo, le iba a dar una vuelta más a la propuesta del New Journalism, llevando al extremo el proceso de inmersión, hasta implicarse personalmente en sus reportajes y acogiendo sobre todo influencias narrativas del movimiento Beat de los cincuenta. Casi 35 años después, en El Dorado, Juan-Cantavella hace un paralelismo entre Las Vegas y la ciudad de vacaciones en la costa mediterránea española, Marina D'Or y desarrolla en este ámbito una novela, protagonizada por su alter ego el periodista punk, Escargot. Novela, periodismo, gonzo, ficción, cuento, punk, ensayo, reportaje, 'aportaje', fragmentación discursiva, diálogos, monólogos interiores, descripciones, comunicados, telegramas, emails, notas de prensa, noticias radiofónicas, canciones, eslóganes, todo cabe para recrear géneros, para releer tradiciones periodísticas y literarias, y llegar a construir algo nuevo. Este trabajo analiza este proceso que va desde el periodismo gonzo, de Miedo y asco en Las Vegas a la narrativa española actual de El Dorado. Se ocupa de discernir los recursos literarios de que se sirve el periodista gonzo para construir sus reportajes y las herramientas periodísticas que nutren la 'narrativa punk' de Juan-Cantavella. Un ejemplo singular de simbiosis periodístico-literaria

Lecture by Robert Farris Thompson, given at Florida International University, February 26, 1999

Robert Farris Thompson talks about Congo art and culture and its impact on American popular culture. Introduction by Dahlia Morgan.

Clendenan-Thompson family fonds

Daniel Clendenan (1793-1866) was the son of Abraham Clendenan, a private in Butler’s Rangers. He was married to Susan[na] [Albrecht ] Albright, daughter of Amos Albright. Daniel and Susan[na] had twelve children and belonged to the Disciple Church. In 1826 Daniel Clendenan purchased Part lot 14, Concession 6, Louth Township from Robert Roberts Loring. On this property he built a home and conducted the business of blacksmithing and along with William Jones operated a lumber mill. Volume 1 and the first part of Volume 2 are Daniel Clendenan’s account books. Daniel and his wife Susan are buried in the Vineland Mennonite cemetery. Daniel and Susan[na]’s youngest daughter, Sarah, married widower Andrew Thompson (1825-1901), son of Charles and grandson of Solomon. Andrew Thompson had settled in the Wainfleet area in 1854 and had owned a mill in Wellandport. Daniel Clendenan, in ill health, passed ownership of Lot 14, Concession 6, Louth Township to his son-in-law Andrew Thompson. Robert Roberts Loring, the original owner of lot 14, concession 6 in Louth was born in September of 1789 in England. He joined the 49th Regiment of Foot as an ensign in December of 1804 and arrived in Quebec the following July. He served with Isaac Brock and Roger Sheaffe. In 1806 he was promoted to lieutenant. Loring was hired by Lieutenant General Gordon Drummond and accompanied him to Ireland in 1811, but the outbreak of war in the States in 1812 drew Loring back to Canada. On June 26, 1812 Loring became a captain in the 104th Regiment of Foot. On October 29 of the same year, he was appointed aide-de-camp to Sheaffe who was the administrator of Upper Canada. During the American attack on York in April 1813, Loring suffered an injury to his right arm from which he never recovered. In December of 1813, Drummond assumed command of the forces in Upper Canada and he appointed Loring as his aide-de-camp, later civil secretary and eventually his personal secretary. Loring was with Drummond in 1813 at the capture of Fort Niagara (near Youngstown), N.Y. He was also with Drummond in the attacks on Fort Niagara, settlements along the American side of the Niagara River, and then York and Kingston. In July of 1814 he was promoted to brevet major, however he was captured at the Battle of Lundy’s Lane and he spent the remainder of the conflict in Cheshire, Massachusetts. One of his fellow captives was William Hamilton Merritt. Loring remained in the army and had numerous military posts in Canada and England. He retired in 1839 and lived the last of his years in Toronto. He died on April 1, 1848. Sources: http://www.biographi.ca/en/bio/loring_robert_roberts_7E.html and “Loring, Robert Roberts” by Robert Malcomson in The Encyclopedia Of the War Of 1812 edited by Spencer Tucker, James R. Arnold, Roberta Wiener, Paul G. Pierpaoli, John C. Fredriksen

Traps for the unwary : reform stories of private sector managers entering public service

The purpose of this research is to capture and interpret the stories of “outsider” managers who make the transition to the public sector. These experiences are considered in the context of efforts to shift public management culture in a direction consistent with meeting contemporary demands placed on public sector organisations. It is often noted that an important strategy for changing culture is the infusion of outsiders. Outsiders are thought to bring new perspectives that, through a dialectical process (Van de Ven 1995), create the potential for change. While there have been cross-sector comparisons (Broussine 1990; Silfvast 1994; Redman 1997), little attention has been given to the experience of those who make the transition in the context of efforts to reform public sector management culture. Not only is the infusion of private sector managers into the public sector a potential culture change strategy, it is also a personal experience for those who make the transition. Boundary crossing is typically an anxiety provoking experience (Van Maanen & Schein 1979) and the quality of this experience influences decisions to commit, engage, disengage or exit. The quality of the experience is likely to be affected by how the public organisation responds to people making this transition, that is, their investment in people processing (Saks 2007). The cost of recruitment and selection processes at middle and senior management levels warrants a greater research focus on this transition. In this paper we argue that the experiences of those who make the transition from private to public sectors has much to tell us about the traps that transition managers experience in making this change, the implications for injecting outsider managers as a strategy for achieving public management culture change, and how reform-oriented public organisations can manage the transitions of outsider managers into the public sector in order that best value might be achieved for both the individual and organisational change goals.

Thrown in the deep end : newcomers and public sector reform

Triggered by the continuing global financial crisis, most public administration systems internationally are reviewing their ability to meet public expectations in more challenging strategic environments, while satisfying the pressure from their political masters to drive down the costs of public administration. Consequently public sector organizations are under constant pressure to reform to meet not only the global economic challenges, but the need for more responsive government (Brown et al 2003). Doyle et al (2000) propose that organizational change is seldom well managed, but that the public sector faces greater difficulty in implementing corporate change than the private sector because of its unique environment, e.g. the need to deliver bureaucratically impartial outcomes. The scale of the changes required, and the constraints imposed by the context within which these changes need to occur, have intensified the need for capable public sector leadership and management. The types of capability required now extend beyond those typically required in public organizations through the efficiency drive of new public management. Acquiring these capabilities remains a key issue for public organizations. One challenge for public management, then, is leadership and management quality, including the need to recruit externally to refresh, re-energize and change the sector and its individual organizations as well as develop advanced skills among existing senior executives.

Inter-sector leader transitions and organisation transformation : a research agenda

Faced with the need for strategic change, structural and cultural realignment, innovation and value-adding, many public sector organisations are tapping into a wider senior leadership talent pool and attracting successful leaders from other sectors (Flynn and Thompson, 2009). Leadership renewal has resulted, in some cases, in the external recruitment of whole senior leadership teams (Hockridge, 2008), raising issues about the influence of context on leader success (Pawar and Eastman, 1997) and potential leader transition failure, a costly outcome for leaders and organisations (Howard, 2001). There is little research on inter-sector leader transitions, which is surprising given the significant costs associated with leader acquisition and failure(Conger, 2010; Day and Halpin, 2004). For example, it is not clear what organizations do (or do not do) to ensure the outcomes of their significant investment in inter sector transitions are realised. In addition, it is not clear how the individual leader manages the challenging transition into a new leadership context and how their approach to leadership facilitates or inhibits successful transition (Avolio, 2010). Leader assimilation programs have been developed to assimilate new leaders (Manderscheid, 2008); however, assimilation is not necessarily a desired organisational outcome (Denis and Pineault, 2000). In this paper we critically review the limited literature on inter-sector leader transitions and transformational change outcomes and argue for a mutual accommodation approach. We draw on our own initial empirical work to propose the elements of a program for achieving this outcome from the perspective of the public organisation and the inter-sector appointee.

An analysis of schema change intervention

Successful organizational transformation relies on being able to achieve paradigm or collective schema change, and more particularly, the ability to manage the interplay between pre-existing schemas and alternative schemas required for new environments. This conceptual paper presents an analysis and critique of collective schema change dynamics. Two schema change pathways are reflected in the literature: frame-juxtapose-transition and frame-disengage-learning. Research findings in each pathway are limited and/or contradictory. Moreover, research on schema change focuses primarily on social dynamics and less on the relationship between social schema change dynamics and individual schema change dynamics. One implication of this lack of focus on individual schema change dynamics is the masking of the high level of cognitive processing and cognitive effort required by individuals to effect schema change. The capacity to achieve organizational transformation requires that more attention is given to managing these dynamics, which, in turn, requires significant investment in developing the change leadership capabilities of managers and the organizations they manage.

Teaching and assessing critical thinking : the interaction of student approaches to learning and teaching approaches

This study explored the relationship among student approaches to learning and teaching methods on critical thinking in two business units. Key findings included differences in critical thinking scores between student approaches to learning and some evidence of an interaction between student approaches to learning and critical thinking teach method (immersion vs. infusion). Possible explanations for the results are examined and implications for developing critical thinking skills across a degree discussed. What is apparent is that as Universities move towards program-wide level assessment of critical thinking, further work is required in terms of the design of critical thinking teaching interventions and assessment at the unit, school, and degree level. The session will discuss the challenges in developing critical thinking programs in individual units and at the Faculty level.